The main objectives of the paper are: to identify and analyze the main ways in which global management practices and strategies can be adapted to survive in the context of the IT driven society, to determine which are the best ways in which managers can deal with the challenges of running global teams, to determine new guidelines, in order to accommodate the common shared digital workspace such created, and to change the approach in which the managerial functions and the management process itself is being regarded in, considering the continuous changes of the digital environment, as the current global workspace evolves.In terms of significant results and conclusions, may be mentioned the ones regarding the necessity of shaping a set of new management practices and strategies capable of validating the real requirements of the new social and economic background in which organizations exist in, and the fact that the traditional way in which the management process unfolds is no longer enough.Also, the paper comprises a set of basic guidelines to be followed in terms of establishing current management trends and practices in the IT driven globalized society, which today's practitioners can use when making their own rules of the game, according to the specific context.Given the dynamic of the environment, further research should be considered and conducted in order to better comprehend the way in which managers need to act so that their companies fully benefit from the information technology opportunities.
The main objective of the present paper is to propose a guide for obtaining and maintaining a sustainable management in the 21st century, which is based on different approaches from the specialty literature, regarding the influential impact of a strategic vision, in this sense. The guide stands on its own, in terms of its intended contribution, as a tool that can be used by practitioners in any domain of activity, with the purpose of improving the outlook of the organization and developing a management, which will be able to stand against the challenges of the 21st century. The most important results and conclusions of this study revolve around the idea that the impact of applying a strategic vision is greatly related to the creation of a new, modern and sustainable management, capable of adapting to the necessities of the current economic and social environment.
The healthcare system is a key element for health and has the role of promoting, maintaining and improving the health of the population. In recent years, the concept of cluster has become very popular, and can be used as a way to improve the quality of healthcare system. In this regard, this article aims to identify the current level of openness to the concept of cluster and to highlight the potential for cluster implementation in the Romanian healthcare system. Survey data were collected from the 292 employees in healthcare system in Romania. The main results show the degree of familiarity of the respondents to the concept of cluster, the extent to which the health units collaborate with other institutions and underline the major advantages of belonging to a cluster, as well as the main barriers in creating and developing clusters. The findings of this study have theoretical implication by highlighting the peculiarities of the cluster concept in healthcare system. Moreover, the practical implications are the usefulness of these results for the decision makers in the healthcare system as well as for other institutions (universities, research and development institutions) which can collaborate in order to implement clusters.
The aim of this paper is to investigate the impact of knowledge management practices on healthcare system employees' satisfaction.A hypothesized causal model concerning the connections between three facets of knowledge management (knowledge acquisition, knowledge sharing, and knowledge utilization) and job satisfaction is proposed.A convenience sample of 459 respondents was chosen from 20 health organizations, including hospitals, pharmacies and medical centers providing specialized medical services.For the construction and validation of the econometric model and the validation of the research hypotheses, structural equation modeling (SEM) and technical support of IBM SPSS Amos 24.0 were used.The research results showed that knowledge acquisition and knowledge utilization have significant positive effects on employee satisfaction, while knowledge sharing is associated with a decrease in satisfaction.Moreover, relationships are moderated by the type of healthcare provided.In the end of the paper, theoretical and managerial implications are discussed.
